2021 integrated report

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Which aiport for tomorow?

202 1 I NTEGRATED REPORT

WH I CH A I RPORT FOR TOMORROW?

“RE I NVENT I NG , TOGETHER , A NEW A I RPORT MODEL”

Our model stands out for its expertise, its network, and its desire to put passenger car e at t he heart of its mission. This desire is part of our purpose, which remains a relevant focus for 2050, and which expresses three convictions: 1. We are a hospitality group serving passengers. We are imagining the airport of tomorrow with a seamless journey, innovative services and an original travel experience; 2. We are a visionary group, reinventing the infrastructures of tomorrow. The purpose of airport platforms is to become multimodal hubs; they will be modular, made of sustainable materials that will complement the existing infrastructures; 3. We are a multi-local group connected to and serving the regions and their needs whether energy, logistics or real estate. These challenges invite us to retain the spirit of the pioneers of aeronautics: innovate, dare, for what is as much an industrial challenge as a collective human adventure. With “2025 Pioneers”, we are building a sustainable future in which we can project ourselves, and whose priority projects prepare the airport of tomorrow.

By promoting closer ties between people and economic development, air transport has experienced exceptional growth, increasing from 100 million annual passengers in 1960 to 4.5 billion passengers in 2019. Today, this industry is at the crossroads of two shocks. The first is that of the Covid-19 pandemic. The return to the 2019 level of traffic will be gradual, but I am confident in the sector’s ability to recover, as it has demonstrated in previous crises. Nevertheless, adapting to a new long-term growth rate is a major challenge and all players will have to adjust their model. the environmental impact of air transport is our main challenge: all aeronautical players are mobilised with an ambitious roadmap. Commercial aviation has its place in a low-carbon world. From crises, the aeronautical industry has created opportunities that require, more than adaptation, reinvention. With Groupe ADP’s “2025 Pioneers” strategic roadmap for 2022-2025, we are building an airport model focused on performance and sustainability. Groupe ADP is able to support structural change while creating value for its customers, the surrounding regions, and the group that we form. The second shock is that of climate change. Accelerating the reduction in

PROFIL OF GROUPE ADP

PRESENTATION OF GROUPE ADP

WRITING THE FUTURE OF THE AIRPORT

GOVERNANCE

RISK MANAGEMENT AND CONTROL

SHARING WITH OUR STAKEHOLDERS

FINANCIAL AND NON-FINANCIAL PERFORMANCE

Augustin de Romanet, Chairman and Chief Executive Officer

EDITORIAL

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

PROF I L OF GROUPE ADP

A GLOBAL LEADER

KEY FINANCIAL FIGURES

Groupe ADP is a world leader in airport operations. To serve its ambitions in France and internationally, at the end of 2021, the Group relies on a unique network of 28 airports operated under management contracts or as concessions and on a pool of skills and know-how serving local markets.

OUR BUS I NESS L I NES

Airport management and operations VALUE CREATION DRIVERS: ◆ More efficient and more energy-efficient infrastructures, able to support traffic growth; ◆ Economic regulation in Paris favourable to investment; ◆ Dynamism of international activities thanks in particular to the organic growth of TAV Airports and GMR Airports; ◆ Improving public transport services and extending the capacity of stations at our airports; ◆ Smartisation, with the acceleration of the digitisation of passenger journeys; ◆ Development of synergies in engineering and IT systems by capitalising on the “One Group” model; ◆ Innovation with the reduction of carbon emissions to optimise airport operations. Retail & Hospitality VALUE CREATION DRIVERS: ◆ Launch of Extime, the leading hospitality and travel retail franchise (Duty Free stores) in the world; ◆ An objective of developing revenue/PAX through new products, more synergies expected between players and a strengthened digital ecosystem; ◆ Optimising profitability by combining the roles of lessor, shareholder and franchisor. Real estate VALUE CREATION DRIVERS: ◆ An investor strategy; ◆ Full ownership of land and buildings for which leases are expiring; ◆ Significant land reserves in Paris.

GROUP TRAFFIC UP BY 37.2%

A GROUP WI TH A GLOBAL , I NTEGRATED AND MULT I - LOCAL MODEL

REVENUE €2,777 million

A model based on three complementary entities in terms of geography and exposure to growth

EBITDA €751 million

NET INCOME ATTRIBUTABLE TO THE GROUP -€248 million

3 Paris airports, 10 airfields and a heliport in the Paris region and 8 international airports.

Leading Turkish airport operator held at 46.38% by the Group. There are 14 airports, including 5 in Turkey, and 7 service companies. Average maturity of the portfolio 30 years.

Leading Indian airport operator held at 49% by the Group. 8 airports in operation or under development, including 5 in India and 2 in South-East Asia. Average maturity of the portfolio 46 years.

KEY NON-FINANCIAL FIGURES

OUR PURPOSE

ASQ-ACI DEPARTURE PASSENGERS SATISFACTION SCORE 3.91 points AIRPORTS COMMITTED TO A HEALTH CERTIFICATION PROCESS (ACI) 27 AIRPORTS COMMITTED TO THE ACT4NATURE INITIATIVE TO PRESERVE BIODIVERSITY IN THE REGION 23 PLATFORMS COMMITTED TO THE AIPORT CARBON ACCREDITATION PROGRAMME 15

“Welcoming passengers, operating and designing airports, in a responsible manner – throughout the world”

Services (IT, Engineering, TAV Airports service companies) VALUE CREATION DRIVERS:

◆ Diversity of revenue sources; ◆ Development of synergies.

PASSENGER WELCOME for a quality travel experience.

A PRESENCE ACROSS THE ENTIRE VALUE CHAIN

DESIGN AND INNOVATION to support changes in air transport.

GROUND HANDLING

RETAIL & HOSPITALITIES

SECURITY

RESPONSIBILITY to face environmental, societal and social challenges.

ENGINEERING & CONSULTING

TECHNOLOGY

VALUE CREATION for stakeholders: companies, service providers, suppliers, regions.

PROFIL OF GROUPE ADP

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

PRESENTAT I ON OF GROUPE ADP

A UN I QUE NETWORK OF A I RPORTS WORLDWI DE

ALMATY Almaty airport, in the economic capital of Kazakhstan, is the largest airport in Central Asia. Kazakhstan, the largest landlocked country in the world with 2.7 million km 2 , is the engine of economic growth in the region and accounts for 60% of Central Asia’s GDP. ◆ Traffic level in 2021: 93.4% of 2019 traffic ◆ Signatory airport to the Airports for Trust charter

NEW YORK In partnership with a local operator within the structure “Future Stewart Partners”, Stewart, located 100 km from Manhattan. An airport with high potential for low-cost traffic, it is the first airport managed by the Group in the United States. This platform has great potential and will be modernised with a new terminal entirely dedicated Groupe ADP took over the New York airport of

DELHI Indira-Gandhi International Airport (IGIA) covers an area of over 2,000 ha and is located at only about 15 km from the city centre of New Delhi. It serves the metropolitan capital city of India, with over 26 million inhabitants, and is currently its only international airport. ◆ Traffic level in 2021: 54.2% of 2019 traffic ◆ Holder of the Airport Health Accreditation ◆ ACA* 4+ (transition) ◆ 2026 target: zero net CO 2 emissions (internal emissions)

ANTALYA Antalya is a major destination during the summer leisure season in Europe due to its location on the Turkish Riviera, 500 km along the Mediterranean coast, in the southwest of the country and with a hotel capacity of 625,000 beds. Antalya is positioned as the second busiest airport in Turkey and the first in terms

AMMAN Present in Jordan since 2007, Groupe ADP successfully operates, via AIG (Airport International Group), Queen Alia Airport in Amman, an exemplary airport for the quality of passenger services and environmental impact. ◆ Traffic level in 2021: 51.1% of 2019 traffic ◆ Holder of the Airport Health Accreditation ◆ Signatory airport to the Airports for Trust charter ◆ ACA* 3+ (neutrality)

COTONOU Groupe ADP provides

assistance for operations at Cardinal Bernardin Gantin airport in Cotonou, Benin. This assistance is provided more specifically in the areas of airport operations, finance and general management. An ambitious airport development project has been launched by the authorities to anticipate

to international flights. ◆ ACA* (optimisation)

of international traffic. ◆ Traffic level in 2021: 61.7% of 2019 traffic ◆ ACA* 3+ (neutrality)

the increase in traffic in the coming years. ◆ Traffic level in 2021: 67.9% of 2019 traffic

LOCATIONS BY TYPE OF ACTIVITY

Management and operations Other services (Duty free, lounges, ground handling, etc.) PRESENTATION OF GROUPE ADP

* Airport Carbon Accreditation.

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

PRESENTAT I ON OF GROUPE ADP

A UN I QUE MODEL THAT CREATES VALUE

Groupe ADP’s business model is based on diversified business pillars, each of which has its own value creation drivers.

NON - REGULATED ACT I V I T I ES

REGULATED ACT I V I T I ES ( I N PAR I S )

SHOPS Stores, catering; car rental, banking services, advertising.

INTERNATIONAL AND AIRPORT DEVELOPMENTS Airport development and international equity investments.

INDUSTRIAL SERVICES REVENUE Energy (electricity, thermal, cooling), water, waste, use of networks.

REGULATED REAL ESTATE Management of the real estate portfolio outside the terminals in airport areas.

AIRPORT RENTAL Furniture or rented real estate in the terminals

AIRPORT SAFETY AND SECURITY Airport safety and security services.

(counters, offices and stores, etc.).

MISCELLANEOUS SERVICES

Business centres, official receptions and welcome desks, VIP lounges, air navigation services department (DNSA).

OTHER ACTIVITIES Activities carried out by

DIVERSIFICATION REAL ESTATE Office, retail, hotel, warehouse and logistics buildings.

CAR PARKS AND ACCESS ROADS Management of roads, shuttles, bus stations, impounds and car parks (excluding car parks in the diversification real estate offices).

subsidiaries or equity investments of Aéroports de Paris, excluding real estate or commercial activities in France and excluding activities in the International and airport developments segment.

AERONAUTICAL FUND Aeronautical activities excluding security services and aircraft rescue and firefighting services.

MAXIMISING VALUE CREATION Based on adapted financial and non-financial evaluation criteria that the company has set itself. PERFORMANCE LOGIC Solid foundations enabling Groupe ADP

A FAIR RETURN ON INVESTED CAPITAL Can be managed by an economic regulation agreement for a maximum term of five years.

A LOGIC OF BALANCE Between prices, investments and fair return on capital invested in the regulated scope in order to preserve the competitiveness of the Parisian platforms.

to accelerate its development as an integrated operator and consolidate its position as world leader in the sector.

PRESENTATION OF GROUPE ADP

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

PRESENTAT I ON OF GROUPE ADP

OUR BUS I NESS MODEL

PROMOTER OF THE CONNECTED AND RESPONS I BLE A I RPORT

OUR RESOURCES AT 31 DECEMBER 2021

OUR NON-FINANCIAL RESULTS IN 2021

OUR BUSINESS LINES ◆ Airport management and operations ◆ Retail & Hospitality ◆ Real estate ◆ Services (IT, Engineering, TAV Airports service companies)

HUMAN CAPITAL ◆ 22,269 employees ◆ 32 countries of operation

OUR EMPLOYEES ◆ 93% of employees ADP SA shareholders ◆ 33% women on the Executive Committee ◆ Equity ratio 7.77 OUR CUSTOMERS ◆ 5 Group platforms in the Top 100 of the Skytrax ranking ◆ 141 airlines at Paris Aéroport ◆ 1.4 million beneficiaries the loyalty programme GROUP DEBT REDUCTION POLICY ◆ Net income/EBITDA target between 6x and 7x by the end of 2022 OUR SUPPLIERS ◆ €973 million in purchases in 2021 ◆ 86% of contracts entered into with suppliers that have undergone a CSR assessment CREATION OF THE STAKEHOLDERS COMMITTEE ◆ 5 Group sponsorship projects in 2021 OUR REGIONS ◆ 49 projects supported by the Groupe ADP Foundation in 2020, of which 37 local projects

OUR PURPOSE Welcoming passengers, operating and designing airports, in a responsible manner throughout the world

INDUSTRIAL CAPITAL ◆ 28 platforms ◆ Main consolidated subsidiaries: TAV Airports, AIG, Société de Distribution Aéroportuaire, Hub One ECONOMIC AND FINANCIAL CAPITAL ◆ Standard & Poor’s long-term credit rating: A negative outlook ◆ Stable shareholding structure (State: 50.6%) ◆ Total consolidated balance sheet of €18,362 million SOCIETAL AND ENVIRONMENTAL STRATEGY ◆ 2 foundations: Groupe ADP Corporate Foundation and Airport International Group Foundation (AIG) ◆ Carbon neutrality/net zero emissions targets between 2030 and 2050

GROUP TRAFFIC 160 million passengers in 2021

CONSOLIDATED REVENUE IN 2021 €2,777 million

OUR STRATEGIC FOCUSES

OUR CHALLENGES

depending on the platform ◆ Biodiversity conservation

PIONEERS

◆ Inventing the sustainable airport of the future ◆ Strengthening the relationship with the regions ◆ Building an integrated multi-local group ◆ Consolidating the regulatory framework ◆ Welcoming our customers with a global hospitality approach

SHARED

PRESENTATION OF GROUPE ADP

AMBITION GROUP

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

PRESENTAT I ON OF GROUPE ADP

202 1 , A YEAR OF ADAPTAT I ON AND RECOVERY Groupe ADP benefited from a recovery in business during the second half of 2021 in France and internationally. The implementation of an operational optimisation plan with the closure of terminals and the use of partial activity made it possible to stabilise the financial position. At the same time, the Group is continuing its environmental transition projects.

PERMANENT ADAPTAT I ON OF THE COMPANY TO THE ECONOM I C AND HEALTH CONTEXT

Groupe ADP has been able to show agility in the management of its infrastructures to welcome passengers in the best conditions. The commitment and mobilisation of employees have also contributed to its resilience. Optimised infrastructures ◆ Continuation of the strategy of closing and opening infrastructures to adapt to traffic.

Social measures to support departures from Paris ◆ Deployment of the collective mutually agreed termination agreement, which sets the number of voluntary departures at 1,150, including a target of 700 departures not replaced. ◆ Plan to adapt employment contracts with wage moderation measures. Tighter organisations to preserve the essentials ◆ Adaptation of Aéroports de Paris SA to the sustainable decline in activity and workforce reductions to secure operational continuity and preserve skills. Renegotiation of certain assets ◆ Extension of the concession terms of the five Turkish airports of TAV Airports and Medina. ◆ Debt restructuring in Tunisia and Medina in Saudi Arabia. Divestment of non-strategic assets ◆ Launch of the procedure to unwind the cross-shareholding with Royal Schiphol Group. ◆ Non-renewal of operations for the international airport in Mauritius. ◆ Closing of ADP Ingénierie’s Business Unit Europe.

GROUP TRAFF I C DR I VEN BY I NTERNATONAL OPERAT I ONS

After the start of 2021 marked by the resurgence of the Covid-19 pandemic, the recovery of business was confirmed in the second half of 2021, driven in particular by the dynamism of TAV Airports and GMR Airports. The Group recorded traffic up by 37.2% (vs. 2020) with 160 million passengers welcomed at all airports.

+37.2% COMPARED TO 2020 45.6% OF THE 2019 LEVEL

I NTERNAT I ONAL DEVELOPMENT CONT I NUES An expanding airport network ◆ Acquisition of Almaty, Kazakhstan, via TAV Airports. The largest airport in Central Asia contributes significantly to improving the Group’s EBITDA. ◆ Gain of the Medan airport concession, 3 rd largest airport in Indonesia by a consortium including GMR Airports.

I NCREAS I NG PASSENGER SAT I SFACT I ON

Despite a complicated health situation, passenger satisfaction continued to improve. ◆ Five of the group’s airports are in the TOP 100 of the Skytrax World Airport Awards 2021 ranking, which assesses the quality of service and passenger satisfaction. Paris-Charles de Gaulle went from 20 th to 15 th place. ◆ Paris Aéroport receives the “Best Creativity and innovation during Covid-19” award for its mobile application from The Moodies Awards, which rewards the best digital innovations in the field of travel retail.

Renewal of the Antalya concession ◆ Renewal for a period of 25 years following the tender won by TAV Airports (2027/2051).

SATISFACTION OF PASSENGERS DEPARTING FROM PARIS AÉROPORT

HEALTH & SAFETY: 5 stars in the Skytrax

NUMEROUS CSR ACT I ONS

+ 0.17 pt

covidfree audit awarded to 3 of our participating airports

3.89

3.91

3.85

3.77

3.74

Environment ◆ Continuation of commitments in favour of the energy transition of the aviation sector. ◆ Signature of a partnership with Airbus and Air Liquide to prefigure the arrival of the liquid hydrogen aircraft. ◆ Take-off of the first Paris-Montreal commercial flight with a 16% supply of sustainable air fuel. ◆ Paris-Charles de Gaulle and Franjo-Tuđman airports in Zagreb (Croatia) winners of the European Green Airports call for projects to develop green innovations for ground operations.

Societal ◆ Creation of a stakeholder committee. ◆ Creation of the AIG Foundation for disadvantaged populations.

PARIS-CHARLES DE GAULLE

PARIS-ORLY

TBILISSI

2019

2017

2018

2020

2021

PRESENTATION OF GROUPE ADP

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

EDWARD ARKWR I GHT, DEPUTY CH I EF EXECUT I VE OFF I CER

What is the new airport model that Groupe ADP wishes to initiate through its new strategic roadmap? EA : The sustainability of aviation requires transformation. We need to converge towards a new, more sustainable and efficient airport model, more in line with changing societal and environmental expectations. Over the 2022-2025 period, we will lay the foundations for this new model, which brings with it a long-term structural transformation, both in terms of environmental

with a seamless journey through our terminals by accelerating the “smartisation” of our airports, with the digitisation of airport operations. And through the launch of the Extime brand, we are aiming for excellence in hospitality in reserved areas, particularly in boarding lounges. We are also opening up new perspectives. Firstly, on multimodality, thanks to renewed connectivity around the various modes of transport and in which the “rail-air” connection will bear an increasing share of the development within our platforms. Then on the issue of energy, central to the future competitiveness of airports.

WR I T I NG THE FUTURE OF THE A I RPORT

transition, and our relationship with our customers and our regions. We must rethink our fundamentals, aim for excellence in hospitality and fluidity of journeys to serve our passenger customers and operational and environmental performance to serve our airline customers, while opening up new opportunities to transform our airports into multimodal and energy hubs.

“WE MUST RETHINK OUR FUNDAMENTALS, AIM FOR EXCELLENCE IN HOSPITALITY”

By promoting renewable energies, sustainable aviation fuels (SAF) or working on the arrival of hydrogen, we have a holistic approach to help transform our airports into energy hubs.

What do you mean by a multi-local group? EA : This is a way of working together at the level of a global group, whose networks of expertise must be multiplied with a very strong local presence. Being multi-local means taking into account local specificities, while being driven – with our Turkish partners TAV Airports and Indian GMR Airports – by common objectives around hospitality, environmental transition and innovation. 2025 Pioneers is the Company’s first strategic roadmap thought out on a global scale: the vision is no longer only Parisian, but shared with TAV Airports and resonates with GMR Airports own roadmap. Finally, being a multi-local group opens up a complementary mix of traffic, geographies and natural watersheds. This leads to opportunities that we could not necessarily seize from Paris, such as the acquisition of Almaty airport in Kazakhstan by TAV Airports.

What will be the characteristics of the sustainable airport of tomorrow, a multimodal and energy hub? EA : To shape the airport of tomorrow, we need to rethink our way of approaching two of our traditional businesses and also look towards two new directions. In our first business line - construction and infrastructure design - we must adopt new, more sustainable construction methods, taking better account of the impact on soil and the preservation of biodiversity. By favouring new, more modular and flexible infrastructures, we will build less in the future, while the crisis has already enabled us to gain flexibility and agility in the management of our capacities. In our second business line - hospitality and passenger reception - we must guarantee fluidity

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

THE DREAM I N ACT I ON FOR 70 YEARS

A new long-term airport model focused on sustainability and performance.

A NEW I MPETUS Today, Groupe ADP has an original model that stands out worldwide for its expertise and network, and also for its desire to put passenger care at the heart of its purpose to imagine and operate the airport of tomorrow. For this, we know that we can together support the structural changes that are underway. The Company’s strengths remained strong throughout the crisis. The Company is ready to return to centre stage to bring the renewal of the airport model and, more generally, to re-enchant travel, including its air component. HOSP I TAL I TY ALWAYS AT THE HEART… In this new model, the customer-passenger is at the heart of the Company’s concerns, but with renewed and innovative means. The fluidity and speed of their journey will be particularly highlighted, in particular by leading digital tools. Above all, the welcome in the reserved area would aim for excellence, through its design, the service provided and the offer proposed. The passenger would be considered as a user not only of the terminals, but also of all the infrastructures of our platforms.

… OF A MULT I MODAL CONNECT I ON PLATFORM . . . The airport platform would no longer be simply a place to take the plane, but a place of connections where the customer-passenger, benefiting from easier access from their place of departure, chooses the most optimal mode of transport, in particular with regard to environmental criteria. Thus, the plane would be a segment of the journey, an increasing share of which will be via rail or alternative modes. In addition to traditional connections, intermodal connections would play an increasing role in the development of Groupe ADP’s platforms, particularly in the Paris region, by relying on a transfer module positioned at the heart of the infrastructures. Air transport, for the destinations where it is preferred, would also aim to reduce its environmental impact as much as possible, through solutions adapted to the characteristics of each flight. This transformation should lead us towards low-carbon aviation. … SUSTA I NABLY DES I GNED AND OPERATED… Groupe ADP’s responsibility as a developer, designer and operator of infrastructure is to support the structural changes in air transport with equipment and processes that ensure the best conditions of safety and security,

A CHANCE TO DREAM In November 1944, Alain Bozel wrote a visionary note to General de Gaulle, head of the provisional government, to define and promote the idea of an ideal airport for Paris. At the end of the war, France wanted to regain its rank as a great power. Bozel is convinced that the plane is the means of transport of people and goods of the 20 th century that it will impose itself and grow thanks to its main asset, speed. The plane is the symbol of progress and carries, beyond its economic role, a chance to dream, a call to travel and discoveries of other cultures. The airport, essential to this industry, is set to become the gateway to the country’s capital, carrying the image of Paris but also of France. For Bozel, “Paris airport” has the same economic, political and cultural importance as the ports had in previous centuries. The airport city will develop in the same way as port cities have developed in the past. PERMANENT ADAPTAT I ON This vision will strongly inspire the Group’s creation and development. Numerous challenges will require us to constantly adapt our activity and to do so for over 70 years, without profoundly calling it into question: the rapid growth of air traffic with the emergence of mass tourism, technological developments (supersonic aviation, mass passenger transport with the arrival of the Boeing 747 and other wide-bodied aircraft such as the Airbus A380, etc.), the oil crisis, the liberalisation and consolidation of the French and global air transport sector, the advent of major global hubs, terrorism related security, financial and health crises, etc. are all challenges successfully met. Changes in the global air transport market,

with the gradual maturity of the European continent and the appearance of significant demand from emerging countries, have led the Group to gradually expand its network, and to develop in new markets far from the historical Île-de-France region. Groupe ADP has always been able to support these transformations, thanks to the commitment, skills and passion that drive its women and men. We can be proud of this collective resilience. A SUDDEN HALT In 2020, the Covid-19 health crisis brought an abrupt halt to the aviation sector. While mistrust of the aviation sector existed before the health crisis - commercial aviation and the airport activity were already the target of various influence groups - this crisis amplified and accelerated this phenomenon. It has shaken more than ever before, the chance to dream and the imagination that the plane conveys, sometimes to the point of arousing behaviours of apprehension or rejection. Airplanes and airports are the collateral victims of a world that seeks to withdraw into itself rather than open up to others. This crisis required a significant adaptation by the air transport players, including Groupe ADP, which had to adjust its economic and social model to the constraints of this period. At the same time, societies, particularly in Europe, have become increasingly attentive to the requirements of individual and collective well-being, preservation of the environment but also safety. However, Groupe ADP is convinced that the aircraft, a player in the progress and development of human societies, will remain an essential mode of transport. It will gradually be part of a more diversified and adapted travel offer, taking into account what our passenger customers, citizens and inhabitants of our regions expect.

STRATEGY: BUILDING A NEW AIRPORT MODEL

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

THE “ 2025 P I ONEERS ” STRATEG I C ROADMAP

… BY A MULT I - LOCAL GROUP FOR GLOBAL CHALLENGES… To serve this ambition, for which the challenges are global, Groupe ADP must carry it not only in Paris but also in the rest of the world. Thus, Groupe ADP’s international presence must reflect the ambitions that are at the heart of its strategic project, particularly in terms of hospitality and sustainability (quality of service, innovation, environment and societal commitment). To do this, it must mobilise the various business lines to better leverage them. The site-by-site implementation of these ambitions must also take into account specific local issues, projects and constraints. Groupe ADP thus apprehends its development on the basis of respect for local identities, cultures and specificities. It intends to build, not an international group but a multi-local group, with diverse geographical locations but driven by common objectives. A flexible framework for sharing ambitions and pooling proposals makes it possible to reinforce the differentiating nature of Groupe ADP’s industrial model, by associating, as a priority, our subsidiary TAV Airports and our GMR Airports joint-venture.

as well as the quality of the passenger experience, but also sustainability. We must now embark on a transition that, to achieve our objectives, will have to favour the sobriety and performance of developments and limit the new surface areas built in our existing footprints. The choices made during the design of the infrastructures must facilitate the reduction of the environmental footprint of the airlines and their service providers as well as the airport operator and make it possible to ensure the best flexibility of the buildings for the future. Thus, Groupe ADP would aim for the neutrality of its environmental footprint, in particular on carbon and biodiversity issues, by setting itself the target of achieving carbon neutrality by 2050 in our geographical scope, plus the cruising of all departing aircraft, and by gradually committing to offset all the biodiversity and carbon impacts of the construction of new infrastructures. excellence model at the service of airline competitiveness. It provides airlines with optimised resources enabling them to carry out their operations efficiently, while carrying out its role as an integrator with the various operating players. … SERV I NG THE C I TY AND THE REG I ONS . . . The airport’s relationship with the city would change. The concept of “airport city” would succeed the objective of better “connecting” the platform to the regions. The place of the car, the daily transport offer and the real estate policy would be adapted to better integrate the platforms into overall urban planning. The role of the airport in the region is not limited to the role of job provider, but extends to the provision of a real estate offer or a useful infrastructure for the region, in terms of connectivity and mobility, structuring of low-carbon energy supply chains and preservation of biodiversity reservoirs. On the strength of its know-how, Groupe ADP puts its operational

The “2025 Pioneers” strategic roadmap is a first step in this long-term transformation. It defines the priority actions for the 2022-2025 period and proposes 20 objectives for 2025, based on three strategic areas: One ambition , One group and Shared dynamics .

PIONEERS

SHARED

GROUP

AMBITION

Imagining the sustainable airport of tomorrow by: Aiming for excellence and sustainability of operational and construction methods; Being innovative in hospitality; Developing the offer of multi-global connections.

Building a global, integrated and responsible Group by: Consolidating the Group’s network; Mobilising expertise to multiply it; Building on strong local roots.

Innovating, supporting and empowering by: Promoting an innovative approach; Attracting and retaining talent through a global HR policy; Developing a culture of responsibility.

… BY RELY I NG ON EACH OF I TS EMPLOYEES . Groupe ADP is convinced that the

development of each individual and the exemplary nature of individual behaviours serve a diversified working group and the performance of the Company. To this end, it wishes to embed its strategy in a strong evolution of responsible culture and individual recognition, so as to encourage the commitment of all employees. By relying on managers, it also wants to accelerate an approach of innovation, agility and mobility, promote the transmission of the knowledge developed in our activities, and encourage the development of all employees.

STRATEGY: BUILDING A NEW AIRPORT MODEL

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

BE I NG A P I ONEER I N THE EXCELLENCE AND SUSTA I NAB I L I TY OF OPERAT I ONAL AND CONSTRUCT I ON METHODS

Pursuing the search for operational excellence, by perfecting our operating methods to serve our airline customers and the entire airport community. Groupe ADP’s responsibility as a developer, designer and operator of infrastructure is to support the structural changes in air transport by providing equipment that ensures the best conditions of safety and security, fluidity and quality of the passenger experience, but also sustainability. On the strength of its know-how, Groupe ADP puts its operational excellence model at the service of the competitiveness of airlines, to limit their operating costs and their environmental footprint, in particular by strengthening operational management from the supervision centres and APOC (Airport Operations Center). It provides companies with optimised resources enabling them to carry out their operations effectively, while ensuring its role as an integrator with the various operating players through the strengthening of collaborative methods for the key multi-partner points of the journey: road transport, passengers, baggage and aircraft. Your roadmap for 2022-2025 appears ambitious: what is the purpose? MD: We see ourselves as a leader in airport hospitality and we want to re-enchant the experience of our passengers in the reserved area [editor’s note: once all the controls have been passed] with a new concept and a new (retail) hospitality trademark called Extime. The objective is to capitalise on the know-how deployed for several years on our Parisian platforms and within the Group, to encapsulate them around a single global brand, and make it an instrument of international conquest, under a privileged franchise model. Like a chain of Boutique Hotels, our reserved areas will then constitute a collection of “Terminal shops”, aiming for excellence in design and architecture, in services and hospitality, and in the offering of brands and concepts. This new, more encompassing strategy of retail and hospitality in reserved areas leads to a change in the definition of revenue per passenger, which will now include all commercial activities in reserved areas. Within this new scope, the objective is to increase revenue from €25.3 per passenger in 2021 to €27.5 in 2025 for Paris Aéroport.

Promoting sustainable, sober and high-quality infrastructures by reviewing our construction methods. The choices made during the design of the infrastructure must facilitate the reduction of the environmental footprint of both airlines and their subcontractors and the airport operator. This approach is in line with the actions already implemented: thus, the internal carbon price was raised in 2019 to €60 per ton and will be increased to €100 in 2023, to promote projects leading to a reduction in emissions in operation. Environmental certification standards have been set for all new buildings. Today, the aim is to build as little as possible and in a modular and flexible way by integrating economic and environmental issues from the design stage. Groupe ADP must reach the level of the best project managers in terms of low-carbon construction and launch a “design to cost” approach which controls design and manufacturing costs.

ONE AMB I T I ON IMAG I N I NG THE SUSTA I NABLE A I RPORT OF TOMORROW

2025 TARGETS

TWO QUESTIONS FOR

Ensuring that over 80% of flights leave on time or within 15 minutes of the scheduled time.

MATHIEU DAUBERT CHIEF CUSTOMER OFFICER

Setting a carbon budget

for the life cycle of all investment projects of more than €5 million . ADP SA, TAV**

Airports controlled within Groupe ADP*

How do you see the past year and your sales performance? MD: First and foremost, in the difficult context of the COVID crisis, we have succeeded in improving our quality of service and customer satisfaction. One of our proudest achievements is to have positioned Paris-Charles de Gaulle in 15 th place

the year, we gradually found more favourable conditions in our retail and hospitality activities, in line with the recovery in traffic in the second half of the year. We continued to enrich our brand portfolio and our revenue per passenger in Paris commercial activities stood at an all-time high of €21.6 for 2021. Our decision

Reducing average emissions per taxiing flight by 10% for planes at Paris-Orly and Paris-CDG.

to concentrate passenger flows in Paris in the most efficient terminals paid off, and in particular in Hall K of Terminal 2E at Paris Charles de Gaulle, which remains the world benchmark in terms of commercial performance with a turnover per passenger of €55.9.

among the top 100 airports in the world in terms of quality of service, in the ranking issued by the independent organisation Skytrax. In addition, and despite the closure of non-essential shops for part of

“WITH EXTIME, WE AIM FOR EXCELLENCE IN HOSPITALITY AND PASSENGER SATISFACTION”

* Paris (CDG/Orly) and Amman (AMM) airports. **Airports controlled by TAV: Ankara (ESB), Izmir (ADB), Bodrum (BJV), Gazipaşa (GZP), Monastir (MIR), Enfidha (NBE) Skopje (SKP), Ohrid (ODH), Tbilisi (TBS), Batumi (BUS), Almaty (ALA).

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

BE I NG A P I ONEER I N THE OFFER OF MULT I MODAL CONNECT I ONS

BE I NG A P I ONEER I N HOSP I TAL I TY

Guaranteeing passengers’ time control and the best reception conditions throughout their journey, through digitisation and thanks to our operational model. Groupe ADP wants to accelerate its approach to improving the quality of service provided to passengers throughout their journey. It relies on new technologies and digital technology, to guarantee them an efficient, fluid and seamless service as soon as they arrive on our platforms, while increasing the processing capacity of the terminals. The journey is streamlined through the integration of biometrics and the deployment of self-service equipment enabling digitised and automated passage at all stages of the passenger journey: at check-in, border and security controls and at boarding. Improving operational management involves the development of hyper-vision and real-time decision support tools and optimised operations planning tools.

Offering the excellence of the reserved area experience, by creating the first hospitality and retail franchise in the world. Groupe ADP wishes to reenchant the passenger experience in the reserved area and further improve its commercial performance by developing, in France and internationally, the first hospitality and retail franchise in the world. The franchise, Extime, is based on a collection of “Terminal Boutiques” (using the codes of the hotel industry), which combines excellence in the design of the place, the service and the offer; on a digital ecosystem for passengers based on a marketplace (sales website) and a global loyalty programme; and lastly, on a model based on a promise of commercial performance for airport operators and expertise, in particular through quality operators.

Offering the travel solution with the lowest environmental impact for each destination, by developing new transport and connection offers. The airport platform will be a place of connections where the customer-passenger chooses the most optimal mode of transport, particularly with regard to environmental criteria. The plane is becoming a segment of travel, an increasing share of which will be via rail or alternative modes. In addition to traditional connections, intermodal connections are playing an increasing role in the development of platforms, particularly in the Paris region. Groupe ADP participates in the sector’s efforts to reduce its environmental impact, through the deployment of energy solutions adapted to the characteristics of each flight, to bring about a low-carbon aviation. A proactive policy for welcoming electric aviation, in particular at general aviation airports, and for the development of Advanced Air Mobility will be conducted.

Reinventing the relationship between the airport and the city, through connectivity and the development of activities for cross-benefits. Groupe ADP aims to review the relationship of its airports with the city, in order to better “connect” the platforms to the regions, and integrate them further into overall urban planning. Several areas are invested in making airport infrastructure useful for the region: the provision of a real estate offering better integrated into the regional ecosystem, the offer of daily transport and mobility to make the airport available as a transfer place, the structuring of low-carbon energy logistics chains for both regional and airport uses, and the preservation of biodiversity reservoirs to create regional ecological continuity. In order to reduce pollution for neighbouring regions, the place of the car in the airport model will have to be limited, thanks to the development of the public transport offer, car-sharing, carpooling and soft mobility.

2025 TARGETS

Opening the new multi-modal hub

Placing the Parisian

at Paris-Orly , with the commissioning of line 14 station in 2024, and making possible the commissioning or construction of eight additional public transport lines to connect Paris airports to the neighbouring regions.

platforms at the best European level in terms of train plane connections by increasing by 50% at Paris-Charles de Gaulle the number of train-air connecting passengers and doubling them in Paris-Orly .

Aiming for excellence in hospitality: ® Placing Paris-CDG in the top 10 of the Skytrax ranking of the best airports in the world, as well as 4 airports in the top 50 and 8 airports in the top 100 . ® Achieving an ACI/ASQ rating of 4 in terms of passenger satisfaction. For airports controlled within Groupe ADP, with over 3 million passengers

Preserving 25% of surfaces

for biodiversity in Paris-CDG and 30% in Paris-Orly and Paris-Le Bourget , and provide the Group’s airports with a trajectory to improve their biodiversity index by 2030 . The Group’s 23 airports committed to the Airports for Trust charter

Using 10% low-carbon energy in the terminals and airside (almost doubling compared to 2019) and 40% excluding landing and take-off. Airports controlled within

Offering 50% of passengers at

Deploying the Extime retail and hospitality concept in Paris and initiating the deployment of the franchise in 2 terminals outside the Parisian platforms.

Paris-Orly and Paris-CDG a biometric facilitation in their departure process.

Groupe ADP level ACA ≥ 3 in 2021 (CDG, ORY, Ankara, Izmir, Amman)

ONE AMBITION - IMAGINING THE SUSTAINABLE AIRPORT OF TOMORROW

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

BE I NG A P I ONEER I N THE DEVELOPMENT OF A MULT I - LOCAL GROUP

Ensuring selective and opportunistic development in the airport, hospitality and digital sectors, relying in particular on TAV Airports and GMR Airports. Groupe ADP aims to strengthen its global airport leadership. Its development in France and outside France makes it possible to find growth drivers to serve an economic model that cannot remain predominantly in the Paris region as growth in this scope will be limited. In addition, Groupe ADP will be able to seize airport equity investment opportunities, as long as they improve the Group’s ratios and do not create major risks, while developing as a priority in the Americas region and via the development platforms of TAV Airports and GMR Airports. In order to accelerate the deployment of the hospitality and digital strategy, asset acquisitions may be studied.

Strengthening the Group’s airport network, by ensuring the long-term solidity of the various assets. Groupe ADP intends to continue its development on a sustainable social, economic and financial basis. Weakened by the Covid-19 crisis, all of the Group’s platforms and joint ventures must return to a sustainable situation. The financial position of the most vulnerable assets must be restored, in particular thanks to their debt reduction and work will be carried out to renew TAV Airports’ main structuring concessions. The implementation of a principle of stability and moderate changes in methods applicable to economic regulation must be advocated, prior to the relaunch of investments. In addition, in order to create unity between the various current platforms, Groupe ADP will have to establish itself as the common brand of the Group’s airport network.

ONE GROUP BU I LD I NG A GLOBAL , I NTEGRATED AND RESPONS I BLE GROUP

2025 TARGETS

several innovation projects and multiply partnerships. For example, we are working with manufacturers to enable the integration of new energies with lower CO 2 emissions for aircraft such as sustainable aviation fuels (SAF) or hydrogen. Our teams are also exploring technologies to reduce aircraft emissions on the ground: we plan to test the Taxibot, the vehicle towing aircraft with engines off, up to the runway threshold before take-off. The use of low-carbon materials is one of the levers to be used to reduce the environmental footprint of our construction sites. Finally, artificial intelligence and big data are also a support for our environmental transition; we are thus contributing to the development of algorithms for optimising aircraft trajectories on the ground, to tools for managing biodiversity, to increasing daily intermodality and for rail-air connections. “ALL AIRPORTS IN OUR NETWORK WILL HAVE REACHED CARBON NEUTRALITY WITH COMPENSATION FOR OUR INTERNAL EMISSIONS BY 2030 AT THE LATEST”

TWO QUESTIONS FOR

AMÉL I E LUMMAUX CH I EF SUSTA I NABLE DEVELOMENT AND PUBL I C AFFA I RS OFF I CER

Stabilising the average maturity of our 30-year concession portfolio.

To combat climate change, reducing CO 2 emissions is the major challenge of the next twenty years: how is Groupe ADP acting to promote the decarbonisation of air transport? AL: For several years, we have been a pioneer in the airport industry with an environmental approach that is already well established, and still accelerating. Our roadmap for 2022-2025 lays the foundations for a new sustainable airport model, more in line with societal and environmental expectations. Thanks to the many initiatives we have undertaken - in particular to develop renewable energies such as geothermal or photovoltaic energy, reduce our waste and preserve biodiversity at our airports - the course of our trajectory is credible. We are aiming for carbon neutrality with offsetting

of our internal emissions for all airports in our network by 2030, and net zero emissions for our internal emissions by 2030 (Paris-Orly) -2035 (Paris-Charles de Gaulle, Paris-Le Bourget). We are playing our full role in the decarbonisation of ground operations and while some of our airports, such as those in New Delhi or Ankara, have already achieved carbon neutrality for their internal emissions, all other airport chain players must also be brought on board with us: airlines, ground handling assistants, service providers, logistics providers, etc. What technological avenues are you working on to be more respectful of the environment? AL : Our approach consists of exploring the range of possibilities for the various segments of the airport business. To do this, we manage or contribute to

All Group airports under concession agreements, excluding Paris

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

WR I T I NG THE FUTURE OF THE A I RPORT

BE I NG A P I ONEER BY MOB I L I S I NG EXPERT I SE TO MULT I PLY I T

BE I NG A P I ONEER BY RELY I NG ON STRONG LOCAL ROOTS

Federating the Group’s expertise, by strengthening the Group’s business lines. The One Group project, launched in 2020, was essentially intended to promote the integration of all the different business lines and companies in France and abroad, and lead to better management based on greater versatility and pooling of know-how. This project led to the creation of 10 “group” branches each organised around a family of business activities, systematically taking into account expertise relating to innovation and sustainable development. The deployment of these branches must be accelerated, by focusing on concrete and directly measurable achievements around operational and technological issues, by standardising our methods and products.

Building a global digital ecosystem, focused on data and based on Group solutions. Groupe ADP must better control and make the most of the data available to it at the level of each platform, by setting up a group-wide data platform. In addition, it must build on a global digital ecosystem, by bringing digital innovations to the heart of the Group’s activities - building information modeling (BIM), flow management, predictive maintenance - and for the operating methods offered to employees. The Group can draw on the expertise of ADP SA, that of TAV Technologies and Hub One, and on the actions carried out by GMR Airports.

Developing a multi-local group, respecting geographical and cultural diversity. Groupe ADP’s international presence must reflect the ambitions that are at the heart of its strategic project, particularly in terms of hospitality and sustainability (quality of service, innovation, environment and societal commitment). The site-by-site implementation of these ambitions must take into account specific local issues, projects and constraints. Groupe ADP thus apprehends its development on the basis of respect for local identities, cultures and specificities. A flexible framework for sharing ambitions and pooling proposals reinforces the differentiating nature of Groupe ADP’s industrial model, primarily by associating TAV Airports and GMR Airports.

Proposing a long-term commitment to regional dynamics.

As the strong interdependence of the platforms with their regions is probably one of the main characteristics of airport activity, Groupe ADP is stepping up its efforts to control its environmental impact (noise, air, road congestion, etc.). It increasingly wants to promote local employment by all companies in the platforms and regions, by encouraging short supply channels, supporting training and facilitating orientation through the organisation of recruitment forums. It also wants to contribute to safeguarding career paths and maintaining and developing skills in our employment pools.

2025 TARGETS

Opening 100 additional

Supporting the generalisation

international routes to increase the connectivity

of continuous descent procedures (for aircraft) between 2023 and 2025 at Paris-CDG and 2025 at Paris-Orly .

of our regions. All Group airports

Facilitating the achievement

Developing the Smartisation of the Group’s airports,

of 80% of purchases made locally in the Paris region, of which 20%from SMEs , subject to public procurement legislation. ADP SA

with 3 airports at “full” level and 100% of other airports

at “friendly” level . Airports controlled within Groupe ADP

“Digital Beginner” : the airport begins to acquire digital equipment (Wi-Fi at certain points, boarding pass readers, etc.). “Digital Friendly” : most of the points of the passenger journey have digital equipment. “Full Digital” : all points of the journey are monitored in real time and a digital and automated process supports the passenger. “Digital Pioneer” : facial recognition is integrated throughout the passenger journey, which benefits from paperless controls and a personalised experience.

ONE GROUP - BUILDING A GLOBAL, INTEGRATED AND RESPONSIBLE GROUP

AÉROPORTS DE PAR I S / 202 1 I NTEGRATED REPORT

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